1. SCOPE DEFINITION,VERIFICATION AND CONTROL Ashima Wadhwa

2. Scope Scope Definition – subdividing major deliverables into smaller, manageable components Improve accuracy of cost, time, and resource estimates Define a baseline for performance measurement Clear responsibility assignments Critical to project success – reduces risk of higher cost, redundancy, time delays, and poor productivity Defines “what” you are doing; WBS is the tool

3. Scope Definition: Input Scope Definition Inputs: Scope Statement Constraints – consider contractual provisions Assumptions Other Planning Outputs Historical Information

4. Scope Includes: Initiation Scope Planning

5. Initiation Initiation – process of formally recognizing that a new project exists, or an existing project continue to next phase Involves feasibility study, preliminary plan, or equivalent analysis Authorized as a result of: Market Demand Business Need Customer Request Technological Advance Legal Requirement

6. 1.Initiation Inputs Initiation Inputs: Product Description – characteristics of the product/service that the project was to create Less detail in early phases, more comprehensive in latter Relationship between product/service and business need Should support later project planning Initial product description is usually provided by the buyer Strategic Plan – supportive of the organization's goals

7. Outputs from Initiation Outputs from Initiation: Project Charter – formally recognizes project, created by senior manager, includes: Business need/Business Case Product description & title Signed contract Project Manager Identification & Authority level Senior Management approval Project’s Goals and Objectives - Constraints – factors that limit project management team’s options Assumptions – factors that are considered true for planning purposes. Involve a degree of risk

8. 2. Planning Scope Planning – process of developing a written statement as basis for future decisions Scope Planning Inputs: Product description Project Charter Constraints Assumptions

9. Scope Planning Tools & Techniques Product Analysis - - developing a better understanding of the product of the project Cost/Benefit Analysis – estimating tangible/intangible costs and returns of various project alternatives and using financial measures (R.O.I.) to assess desirability Alternatives Identification – generate different approaches to the project; “brainstorming” Expert Judgment

10. Scope verification Scope Verification Inputs Work results – partially/completed deliverables, costs to date Product documentation – description available for review (requirements) Scope Verification Tools & Techniques Inspection – measuring, examining, testing to determine if results conform to requirements Scope Verification Outputs Formal acceptance – documentation identifying client and stakeholder approval, customer acceptance of efforts

11. Control Scope Scope Change Control Inputs: Work Breakdown Structure Performance Reports- issues reported Change Requests – expansion/shrink of scope derived from : External events (government regulations) Scope definition errors of product or project Value adding change – new technology Scope Management Plan

12. Control Scope Scope Change Control Tools & Techniques Scope Change Control System – defines procedures how scope change can occur All paperwork, tracking systems, approval levels Integrated with overall change control procedures Performance Measurement – determine what is causing variances and corrective actions Additional Planning

13. WBS Work Breakdown Structure (WBS) – a deliverable- oriented grouping of project assignments that organizes and defines the scope of the project

14. Contents of WBS Each descending level represents further detail; smaller and more manageable pieces Each item is assigned a unique identifier collectively known as “code of accounts” Work element descriptions included in a WBS dictionary (work, schedule and planning information

15. WBS phrases Graphical hierarchy of the project Identifies all tasks Foundation of the project Very important Forces thought of all aspects of the project Can be re-used for other projects

16. Rule for WBS Break down project into tasks that Are realistically and confidently estimable Cannot be logically divided further Can be completed quickly (under 80 hours rule of thumb) Have a meaningful conclusion and deliverable Can be completed without interruption

17. Leveling of WBS First Level is commonly the same at the Project Life Cycle (requirements, design, coding, testing, conversion and operation) First level is completed before the project is broken down further Each level of the WBS is a smaller segment of level above Work toward the project deliverables Provides foundation for all project planning and control

18. Work Breakdown Structure (WBS) - Benefits Prevent work slippage Project team understands how their tasks fit into the overall project and their impact upon the project Facilitates communication and cooperation between project team and stakeholders Helps prevent changes Focuses team experience into what needs to be done – results in higher quality Basis and proof for estimating staff, cost and time Gets team buy-in, role identification Graphical picture of the project hierarchy Identifies all tasks, project foundation